Planning to kill innovation? Towards a better understanding of the relationship between strategic planning and organizational ambidexterity
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2024-07-03
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en
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Whilst highly used in practice, the proposed effects of strategic planning are strongly debated and contradictory, where much remains unknown of its effects on the crucial capability of organizational ambidexterity. This study introduces new moderators aimed at countering the proposed negative effects of strategic planning, thereby seeking to provide new insights for both the organizational ambidexterity and the strategic planning literature. This study seeks to answer the following research question: What is the effect of strategic planning on organizational ambidexterity, and how is it moderated by the degree of improvisation in the execution of plans and the entrepreneurial orientation of an organization? An online survey was sent to a list of randomly selected Dutch SMEs. 84 Responses were used in the analysis. Strategic planning was found to positively predict organizational ambidexterity, whilst a negative effect was hypothesized. The moderators ‘improvisation in the execution of plans’ and ‘entrepreneurial orientation’ were found to be non-significant in the main relationship. The findings of this research challenge and advance our current understanding of the relation between strategic planning and organizational ambidexterity, where this research appears to be the first study to identify it as a positive predictor of organizational ambidexterity.
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Faculteit der Managementwetenschappen